While all of this is worthwhile, you should never underestimate the structural impediments for effective collaboration across teams, fields of expertise, or market areas. This is especially so in corporate contexts with their sometimes rigid structural blueprints, which are typically reinforced by strategy processes, budgeting, performance management, and functional cultures.

One of the seldom-noted side effects of various new forms of organizing is the enrichment of the language with which we describe organizations. Arguably, this broadening of the terminology itself supports organizational innovation …

Let's start with a hypothesis: Employee experience is what people will remember and tell others about the job and the organization ten years after they've left . If that’s true, there’s nothing wrong with benefits, perks, comfortable office chairs, etc., but those things probably don’t qualify as key drivers of employee experience.

In an earlier blog post, we argued that canvases, if well designed, support a new way of solving management problems. But how can we design a good canvas? We propose a few design principles – drawing on literature but above all on our experience of using the canvas format as part of our Kits …

Doubtlessly due to the pioneering work of Alex Osterwalder and his Business Model Generation model, canvases have become a novel approach to empower problem solving. This approach isn’t simply about a new set of tools – rather, it stands for a new way to tackle management challenges.

Can design thinking promote organizational responsiveness? I believe the answer is yes. Yet the interesting part is the process of getting to that answer and exploring the implications for new forms of organizing.

Managers seeking standardization and scale through functional specialization in unit structures should be aware of the potential downsides - and should consider a broader set of criteria in their organization design approach

Any initiative to develop organizational leadership capabilities should carefully consider its platform – the places, structures, bodies, and processes where you define and manage LD interventions in your organization.